Luke Onorato: Executive in Pittsburgh, PA

BU CFO for Adams Manufacturing Company

Responsible for building out the FP&A team and developing a standard process of Forecasting and Budgeting methodology. Creating KPI's, Budgeting tools, and standard reports to quickly evaluate Business Units.

Recruited to lead full P&L for $1B gross sales in refrigerant business line. Supported two VP, General Managers covering the global market. Key role in delivering fiscal health thru budgeting, weekly forecasting, financial analysis, and senior management reporting / presentations. Developed financial tools. Identified and implemented process improvements. Led financial communications. ? Optimized executive team decision-making by preparing and presenting a weekly, 25-page report to CEO, CFO, and business general managers. Partnered with VP, General Managers to identify high-profit new business opportunities and market/competitive trends. Reported business volume, revenues, operating expenses, G&A expenses, and collections. ? Enhanced monthly reporting package for leadership team, illustrating business trends, explaining regional results, and identifying business adjustments. Implemented Tableau reports to extract raw data from Business Objects. ? Streamlined and accelerated forecasting process and eliminated manual errors by introducing new forecasting models and automation leveraging existing Oracle Hyperion solution as a single-source data stream to populate Excel template.

Key role in financial management of $24M marketing budget through cash flow management, contract review, and negotiation. Led trade spend forecast and $23B budget for promotional spend. Prepared semi-annual P&L forecasting and produced monthly reporting packages for leadership. Forecasted and managed $4.7M T&E. Oversaw Northeast region facilities spend, CAPEX, warehousing, and leases. Headed volume forecasting for sales and distribution of 1B cans. Managed monthly accrual process. Trained, coached, and supervised team of financial analysts and facilities managers. ? Contributed to company achievement as #2 U.S. beverage brand by partnering National Account Sales Manager to pioneer a trade strategy for every major retail outline chain, determining optimal trade spend for best visibility. ? Delivered consistent 98% accuracy in monthly volume forecasting, based on market activity and product launches. ? Maintained $23B promotional spend within budget. Allocated trade spend to all retail outlines at account level based on historical sales and volume growth potential; managed monthly accrual process. ? Improved forecast accuracy for year-end actuals to <1% variance on $51.7M budget. Forecasted volume, promotional spend, indirect spend, facilities, and marketing. ? Optimized management of 350-vehicle fleet. Pulled asset registry of active vehicles and managed by purchase date. Instituted quarterly reporting by Promotional Managers on shared drive for vehicle status, condition, oil changes, and issues. ? Steered on-time, within budget project for 2 new regional office locations. Worked with commercial leasing companies to acquire space. Teamed with building managers to implement designs, purchase furniture, and relocate employees.

Established and managed overall forecasting process for Fabric Care business units having $1.8B gross sales/$368M operating profits. Prepared and delivered quarterly executive financial presentations. Conducted financial due diligence for acquisitions, including ten-year modeling for business valuations. Trained, coached, and mentored a team of senior financial analysts. ? Enabled long-term strategic planning by the Board for largest business unit. Provided financial projections and pioneered first long-term strategic plan and flexible, 5-year financial model. ? Drove compound annual growth rate (CAGR) up 3.1% in a flat category. Teamed across functions to launch innovative products, break into e-commerce, and size/price weak products. Created Amazon e-commerce strategy. ? Furnished insights to mitigate adverse impact of competitor product through competitive analysis and reverse engineering of Tide pricing/logistics. Developed P&Ls and financial strategy for 5 core product business units. ? Key role in facilitating acquisitions of Toppik, Viviscal, and Waterpik and assessment of 15 other potential acquisitions, as sole finance representative on Rapid Assessment Venturing Steering Committee. ? Initiated financial reporting and forecasting for acquired Toppik. Traveled to Los Angeles, hired finance personnel; established standard corporate reporting and forecasting processes. ? Sped monthly forecasting by 2 days and eliminated errors. Adapted ERP system to enable BPC to replace spreadsheets. ? Saved 1 day in monthly volume forecast process by converting manual BPC forecast upload to data dump/upload.